Hiring the Best
ICL strives to hire the most talented people. That requires searching harder and in more diverse places for the best talent and being proactive in our employee search processes. To further our vision, ICL has created a global diversity plan to diversify our workforce and make ICL an even more inclusive workplace that provides opportunities for employees to create value and develop innovative solutions for the company and the markets it serves. \
The right person for the right job - no barriers
We operate local HR committees in each region of its operations (the Americas, EU and Israel) and, for each region, a diversity plan in accordance with ICL’s global guidelines and local rules. We are reaching out to under-represented groups. As we work on strengthening our recruiting, we are also implementing advancement programs within the company for diversified candidates.
In Israel, we are proactive in our search for employees from diversified groups. We have changed our recruiting procedures to better accommodate talent from different cultures and backgrounds. Local managers are attentive to this shift and prepared to change their hiring practices. One of the target populations for these efforts are Arab-Israelis, with emphasis on the Bedouin sector in the Negev. ICL is operating a proactive program that includes encouraging high-quality chemistry tutoring in Arab-sector high schools, scouting for students talented in chemistry, and offering them attractive scholarships for higher education, with intention of later recruiting them as full-time ICL employees. In addition, the ICL HR recruiting team is putting more emphasis on Arab-sector applicants and works with various civic organizations to make the recruitment process more accessible for this population.
In the US, ICL sells products to the federal government and this requires that we have what is known as an Affirmative Action Plan (AAP). The AAP requires the company to compare the diversity of our workforce with that of the qualified people within the geographic area from where we recruit for each type of position. We do this comparison annually and share the results with appropriate managers. If it determines our workforce isn’t representative of the qualified people in the geographic recruiting area then we actively reach out to groups representing women, minorities, people with disabilities and/or military veterans. This outreach is designed to increase the likelihood the best candidate is from the under-represented group.
We have extended these programs across the US to include our facilities that are not directly involved with the US government and thus not required to abide by these hiring requirements. In the US we are a member of the DirectEmployers Association. This association automatically looks at our job posts on our internet site daily and reposts them to hundreds of relevant diversity targeted jobs websites. By doing so, we are increasing our pool of available candidates.
Our European operations are likewise working to create greater diversity and inclusion among their employees.
To transform our HR vision into concrete action, ICL is raising awareness and educating our HR departments and their recruiting personnel. We are extending our outreach programs by working together with various non-profit organizations and associations such as “Olim Beyahad” in Israel.
In addition to these processes, we hold roundtables to map our current employment situation at ICL. We have also created global and local teams, as well as a long-term work plan, to increase diversity in our workforce. This is lengthy, but a worthwhile process that is broadening our pool of candidates and helping us to hire the best people at ICL.
Board & Employee Composition
Managers & Employees
The data breakdown of employees used in this section was exported from June 2018 data contained in the ICL’s Success Factors system. The percentage of employees represented in the tables below comprises 81% of ICL’s total workforce in that point of time.
Employees (non-management)
| Male | Female | |
|---|---|---|
| 30 | 0.60% | 0.60% |
| 30-50 | 41.60% | 11.00% |
| 50 | 41.90% | 4.50% |
Managers
| Male | Female | |
|---|---|---|
| 30 | 8.90% | 2.10% |
| 30-50 | 44.30% | 9.40% |
| 50 | 30.00% | 5.30% |
Governance bodies
Board of Directors
| Under 30 | 30-50 | Over 50 | |
|---|---|---|---|
| Women | 0 | 0 | 2 |
| Men | 0 | 2 | 5 |
